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1 Selected Problems: The Future of Human Resource Management [38:533:614] Summer 2017 [Syllabus as of May 17, 2017] Innovation distinguishes between a leader and a follower. -- Steve Jobs Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today. Gary Hamel HR professionals drive business performance when they are HR innovators. Dave Ulrich Instructor: Jim Terez Class sessions: Tuesday and Thursday, 6:30 9:10 pm., 5/30 7/21; Janice Levin Room Phone: (cell) Office Hours: By appointment. 217-A -- Janice Levin Building Course Overview In many fields of endeavor practitioners can point to innovation and new technology as the drivers for great new accomplishments. What will be the new technologies of Human Resources Management? What innovations in this field will be so new, so fundamentally different, that business leaders will be inclined to say, this changes everything!? This course will focus on fundamental innovation in Human Resources Management and in general management, in response to the rapidly changing external environment. We will focus on new ideas, processes, and programs. Not on new ways to deliver the same old ideas. This course will also consider innovative ways of thinking about business challenges. To develop innovations in human resources management, we may well need to expand the way we think. This course will certainly not provide all of the answers. But it is critically important to think about the future and to raise the questions. The HR field has focused a lot on best practices, but has it really strived for innovation? Best practices can only advance your organization to the point of best already in use. That s just the starting point for trying to find competitive advantage. Course Learning Objectives The course is structured to spend time on change and innovation in each of the major HR functions: Organization Design, Recruiting, Learning and Leadership Development, Performance measurement, Compensation & Benefits and Total Rewards, Employee Engagement Selected Problems: The Future of HR Management 38:533:614 Summer 2017 Page 1

2 In the class sessions we will: Envision how changes in the external environment (i.e., business / professional environment, economic, social, etc.) will bear upon that particular HR function. Review and analyze case examples of work from HR and general management innovation leaders. Building on the material in bullets #1 and 2, explore where innovation is possible in HR, and what it could look like. Explore new ways of thinking about business challenges and innovation. Spend time working in teams on a final project for the course which will focus on a case study on, and proposal for, HR and people management innovation. My aim is to really change your thinking about how HR can address the challenges of the future in truly innovative ways. It is my hope that through this course I will be able to change your viewpoint. I want to shift your orientation to move beyond best practices towards true innovation and new technologies for Human Resources Management. SMLR / HR Management Learning Objectives This course focuses on the following School of Management and Labor Relations / HR department learning objectives: Written & Oral Communication Communicate effectively at a level and in modes appropriate to an entry level professional. Theoretical Perspectives - Demonstrate an understanding of relevant theories and apply them given the background context of a particular work situation. Course Projects and Grading Analysis projects #1 and #2 (Individual Grade): There are a number of writers doing interesting work in this field (innovation and the future of management) that we don t cover in our required readings. These projects will provide an opportunity for you to share with us some of the discoveries you make in the course of your additional research. In each analysis each student will report back on 1 author, providing a brief analytical summary of what that author is doing and thinking, but more importantly providing your critical view of how valuable that work is, what can be used, and where it might lead next. The result of these projects will be a short written paper, approximately 3+ pages, as well as a brief in-class presentation. Project #1 is 20% and Project #2 is 25% of your grade. Final Team Project (Team Grade): The final team project can be based on either a published business case or on a case that you build based on your own interests, knowledge, and experience. The objectives of this project are to a.) Identify some major challenge area(s) for the future of human resource management; b.) Provide innovative recommendations as to how HR can address those challenges; c.) Provide some indication of how you would measure the cost, benefit, and success of your recommendations; and d.) Provide a brief discussion of how you would sell those Selected Problems: The Future of HR Management 38:533:614 Summer 2017 Page 2

3 recommendations. The results of this project will be both a written paper (approx. 10 pages) and an in-class presentation. This assignment is 50% of your grade. Class Participation: Your colleagues and I really need your participation in class. We will all be working on some future challenges. Please give us the full advantage of your participation and engagement (participation = 5% of your grade) EVALUATION Your course grade will be determined as follows: Course Component Percentage of Final Grade Individual Analysis #1 20% Individual Analysis #2 25% Final Project 50% Class Participation 5% Total: 100% Grading Scale = A = B = B = C = C = F Books: Reading Gary Hamel, The Future of Management, Harvard Business School Press, 2007 (a) David Bollier, The Future of Work, Aspen Institute, 2011 (b) Jeanne C. Meister & Karie Willyerd, The 2020 Workplace, Harper Collins, 2010 (c) Daniel H. Pink, Drive The Surprising Truth about What Motivates Us, Penguin, 2009 (c) Mike Losey, Sue Meisinger, Dave Ulrich, eds., The Future of Human Resource Management, Wiley, 2005 (d) (a) Required book. (b) Required, but this has been in the public domain, and I will provide a copy. (c) Optional, but good foundation material. You should consider buying. (d) Optional, and I will provide the information. These books are very reasonably priced on Amazon. We can discuss books in class on the first day of class. Articles: [I have an extensive resource list of articles, blog posts, and other resources, which I will supply separately.] Selected Problems: The Future of HR Management 38:533:614 Summer 2017 Page 3

4 Course Schedule Date Topic Readings/Assignments (due at beginning of class unless otherwise noted) Class 1 May 30 Course introduction and background David Bollier, The Future of Work, Ch I The 21 st Century Workplace Gary Hamel, The Future of Management: Part I Why Management Innovation Matters Meister and Willyard, The 2020 Workplace Ch1 Ten Forces Shaping the Future Workplace Now and Ch 8 Twenty Predictions for the 2020 Workplace Class 2 June 1 Class 3 June 6 Class 4 June 8 Class 5 June 13 Class 6 June 15 Class 7 June 20 Class 8 June 22 Class 9 June 27 Changing environment for organizations creates challenges and opportunities Organization Structure, Job Design, Career Design Organization Structure, Job Design, Career Design Workforce Planning and Recruiting Workforce Planning and Recruiting Reviewing Performance; Learning, and Leadership Development Reviewing Performance; Learning, and Leadership Development Compensation, Benefits, Total Rewards. The Future of Work, Ch I The Future of Management, Part I The 2020 Workplace, Chs 1 and 8 The Future of Work, Ch II How Technology is Changing Work The Future of Management, Part I The 2020 Workplace, Ch5 Uber-connect Your Organization The Future of Work, Ch. II The Future of Management, Part I The 2020 Workplace, Ch. 5 The Future of Work, Ch. IV The Firm of the 21 st Century The Future of Management, Part II Management Innovation in Action The 2020 Workplace, Ch. 4 Social Recruiting Emerges Reports on Analysis Project 1 The Future of Work, Ch. IV The Future of Management, Part II The 2020 Workplace, Ch. 4 Reports on Analysis Project 1 The Future of Work, Ch. III The Workers of Tomorrow The Future of Management, Part II The 2020 Workplace, Ch. 6 The Social Learning Ecosystem and Ch. 7 Accelerated Leadership The Future of Work, Ch. III The Future of Management, Part II The 2020 Workplace, Ch. 6 and 7 Dan Pink, Drive, Part 1, A New Operating System The Future of Management, Part III Imagining Selected Problems: The Future of HR Management 38:533:614 Summer 2017 Page 4

5 Class 10 June 29 Class 11 July 6 Compensation, Benefits, Total Rewards Compensation, Benefits, Total Rewards [Time for final project work.] the Future of Management and Part IV Building the Future of Management Dan Pink, Drive, Part 1, A New Operating System The Future of Management, Part III Imagining the Future of Management and Part IV Building the Future of Management The Future of Management, Parts III and IV Class 12 July 11 Project 2 Presentations [also, catch-up; special topics] The Future of Management, Parts III and IV Project #2 Presentations Class 13 July 13 Class 14 July 18 Class 15 July 20 Project 2 presentations. Final work on our crowdsourced Areas of Focus, Obstacles to Change and Ways to Address Them, and our own Leadership Development program Final work on our crowdsourced Areas of Focus, Obstacles to Change and Ways to Address Them, and our own Leadership Development program Conclusion. Plans and projects for the future. Project #2 Presentations Final Project Presentations Course Policies I hope you will attend every class; that is critical to the success of the course. Please come to class prepared to be an active critical thinker and discussion contributor. If for some reason you are unable to attend a class, please try to inform me prior to class. All known student disabilities and religious holidays will be accommodated as appropriate. If you need an accommodation, please discuss this with me. Academic Integrity I believe strongly in Academic Integrity. You should be familiar with and abide by the University s Academic Integrity Policy. Failure to comply with this policy may result in the student s failure of the course and referral to the Office of Student Conduct. The following is taken from the Rutgers Graduate School catalog: "Academic integrity requires that all academic work be wholly the product of an identified individual or individuals. Joint efforts are legitimate only when the assistance of others is explicitly acknowledged. Ethical conduct is the obligation of every member of the university community and breeches of academic integrity constitute serious offenses (Academic Integrity Policy, p. 1) Any involvement with cheating, the fabrication or invention of Selected Problems: The Future of HR Management 38:533:614 Summer 2017 Page 5

6 information used in an academic exercise, plagiarism, facilitating academic dishonesty, or denying others access to information or material may result in disciplinary action being taken at either the college or university level. Breeches of academic integrity can result in serious consequences ranging from reprimand to expulsion. Students should use their Rutgers addresses for class communications with the instructor and the members of their team. In addition, we will use Sakai as the primary source of class content, and for other collaboration as required. As such, please check your Rutgers and Sakai on a frequent basis. I really look forward to working with you! Selected Problems: The Future of HR Management 38:533:614 Summer 2017 Page 6

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